Adam Fishman: evaluation

Transcript context

…Excellent metaphor. Yeah, thank you. And so I have some examples of both hiring people and moving people over in my career. So I think tangible examples are really helpful here. So when I was at Lyft, I had the privilege of hiring that young, smart and driven person a bunch of times, but one of the people who comes to mind is a guy named Ben Lauzier. You should have him on the podcast at some point. He's French, he's very nice to listen to you. He was most recently a VP of product at Thumbtack, but he was definitely not that when I hired him, he was a jack of all trades marketer working at a corporate catering startup when I hired him at Lyft. And he had nailed most of the growth execution and the customer knowledge competencies. One was, he was an avid Lyft user himself, so he really understood the product really well. And also, he was just very thoughtful about how he executed, how he experimented. He had done a lot of it and he was very skilled at pulling them off in a very small environment because he had just had to be. And those are the two most important competencies when you're bringing in a younger, earlier stage person because teaching somebody how to execute is not that fun, right? That's a hard skill. The ability to execute is something like executive function skills and things like that. If you haven't developed those by the time you are an adult, I don't know that I'm going to be able to teach you and I'm certainly probably not the right person to teach you. You should definitely get some outside assistance with that. And so I like to get those types of people that have those things if I'm hiring that generally inexperienced growth practitioner. And the two things you said are customer knowledge and execution. Is that the two you said?…

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